Module 1 Case The purpose of this paper is to answer the following questions: 1. How do the changes that CEO Carlos Ghosn made at Nissan differ from the way the situation was at France’s Renault? The different approach that Mr. Ghosn chose with Nissan Company was the closing of five plants and 20,000 jobs. His decision took place back in 1999 when the company was struggling under $19 billion in debt and coming off the market share in both Japan and the U.S. On the other hand we see Renault company on the offensive mode. They are planning to hire 10,000 workers in 2005 to raise the production in emerging markets such as Turkey, Slovenia, Russia, and Romania. Another factor to take into consideration is that this company has profited from Nissan as well. Nissan is also looking to span their business in that direction. They will open a dealer at Kiev, Ukraine this year 2. How would you characterize Nissan’s global operations in terms of operation management (provide at least 3 different characteristics, based on your background readings)? How does operations management influence the organization’s effectiveness in meeting its goals?

Let me start to address the first part of this question. Nissan’s company has such a trust in Mr. Carlos Ghosn that allows him to run two operations

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